Finance and Performance Committee

Agenda

 

 

Notice of Meeting:

An ordinary meeting of the Finance & Performance Committee will be held on:

 

Date:                                    Thursday 3 December 2020

Time:                                   9.30am

Venue:                                 Council Chambers, Civic Offices,
53 Hereford Street, Christchurch

 

 

Membership

Chairperson

Deputy Chairperson

Members

Deputy Mayor Andrew Turner

Councillor Sam MacDonald

Mayor Lianne Dalziel

Councillor Jimmy Chen

Councillor Catherine Chu

Councillor Melanie Coker

Councillor Pauline Cotter

Councillor James Daniels

Councillor Mike Davidson

Councillor Anne Galloway

Councillor James Gough

Councillor Yani Johanson

Councillor Aaron Keown

Councillor Phil Mauger

Councillor Jake McLellan

Councillor Tim Scandrett

Councillor Sara Templeton

 

 

27 November 2020

 

 

Principal Advisor

Diane Brandish

Acting General Manager Finance and Commercial

Tel: 941 8454

Principal Advisor

Dawn Baxendale

Chief Executive

Tel: 941 6996

 

 

Samantha Kelly

Team Leader Hearings & Committee Support

941 6227

samantha.kelly@ccc.govt.nz

www.ccc.govt.nz

Note:  The reports contained within this agenda are for consideration and should not be construed as Council policy unless and until adopted.  If you require further information relating to any reports, please contact the person named on the report.
To view copies of Agendas and Minutes, visit:
https://www.ccc.govt.nz/the-council/meetings-agendas-and-minutes/

 


Finance and Performance Committee

03 December 2020

 

Finance and Performance Committee of the whole - Terms of Reference / Ngā Ārahina Mahinga

 

Chair

Deputy Mayor Turner

Deputy Chair

Councillor MacDonald

Membership

The Mayor and all Councillors

Quorum

Half of the members if the number of members (including vacancies) is even, or a majority of members if the number of members (including vacancies) is odd

Meeting Cycle

Monthly

Reports To

Council

 

Delegations

The Council delegates to the Finance and Performance Committee authority to oversee and make decisions on:

Capital Programme and operational expenditure

·                Monitoring the delivery of the Council’s Capital Programme and associated operational expenditure, including inquiring into any material discrepancies from planned expenditure.

·                As may be necessary from time to time, approving amendments to the Capital Programme outside the Long-Term Plan or Annual Plan processes.

·                Approving Capital Programme business and investment cases, and any associated operational expenditure, as agreed in the Council’s Long-Term Plan.

·                Approving any capital or other carry forward requests and the use of operating surpluses as the case may be.

·                Approving the procurement plans (where applicable), preferred supplier, and contracts for all capital expenditure where the value of the contract exceeds $15 Million (noting that the Committee may sub delegate authority for approval of the preferred supplier and /or contract to the Chief Executive provided the procurement plan strategy is followed).

·                Approving the procurement plans (where applicable), preferred supplier, and contracts, for all operational expenditure where the value of the contract exceeds $10 Million (noting that the Committee may sub delegate authority for approval of the preferred supplier and/or contract to the Chief Executive provided the procurement plan strategy is followed).

Non-financial performance

·                Reviewing the delivery of services under s17A.

·                Amending levels of service targets, unless the decision is precluded under section 97 of the Local Government Act 2002.

·                Exercising all of the Council's powers under section 17A of the Local Government Act 2002, relating to service delivery reviews and decisions not to undertake a review.

Council Controlled Organisations

·                Monitoring the financial and non-financial performance of the Council and Council Controlled Organisations.

·                Making governance decisions related to Council Controlled Organisations under sections 65 to 72 of the Local Government Act 2002.

·                Exercising the Council’s powers directly as the shareholder, or through CCHL, or in respect of an entity (within the meaning of section 6(1) of the Local Government Act 2002) in relation to –

o      (without limitation) the modification of constitutions and/or trust deeds, and other governance arrangements, granting shareholder approval of major transactions, appointing directors or trustees, and approving policies related to Council Controlled Organisations; and

o      in relation to the approval of Statements of Intent and their modification (if any).

Development Contributions

·                Exercising all of the Council's powers in relation to development contributions, other than those delegated to the Chief Executive and Council officers as set out in the Council's Delegations Register.

Property

·                Purchasing or disposing of property where required for the delivery of the Capital Programme, in accordance with the Council’s Long-Term Plan, and where those acquisitions or disposals have not been delegated to another decision-making body of the Council or staff.

Loans and debt write-offs

·                Approving debt write-offs where those debt write-offs are not delegated to staff.

·                Approving amendments to loans, in accordance with the Council’s Long-Term Plan.

Insurance

·                All insurance matters, including considering legal advice from the Council’s legal and other advisers, approving further actions relating to the issues, and authorising the taking of formal actions (Sub-delegated to the Insurance Subcommittee as per the Subcommittees Terms of Reference)

Annual Plan and Long Term Plan

·                Provides oversight and monitors development of the Long Term Plan (LTP) and Annual Plan.

·                Approves the appointment of the Chairperson and Deputy Chairperson of the External Advisory Group for the LTP 2021-31.

Submissions

·                The Council delegates to the Committee authority:

·                To consider and approve draft submissions on behalf of the Council on topics within its terms of reference. Where the timing of a consultation does not allow for consideration of a draft submission by the Council or relevant Committee, that the draft submission can be considered and approved on behalf of the Council.

Limitations

·                The general delegations to this Committee exclude any specific decision-making powers that are delegated to a Community Board, another Committee of Council or Joint Committee. Delegations to staff are set out in the delegations register.

·                The Council retains the authority to adopt policies, strategies and bylaws.

Chairperson may refer urgent matters to the Council

As may be necessary from time to time, the Committee Chairperson is authorised to refer urgent matters to the Council for decision, where this Committee would ordinarily have considered the matter. In order to exercise this authority:

·                The Committee Advisor must inform the Chairperson in writing the reasons why the referral is necessary

·                The Chairperson must then respond to the Committee Advisor in writing with their decision.

If the Chairperson agrees to refer the report to the Council, the Council may then assume decision-making authority for that specific report.

 


Finance and Performance Committee

03 December 2020

 

Part A           Matters Requiring a Council Decision

Part B           Reports for Information

Part C           Decisions Under Delegation

 

 

TABLE OF CONTENTS

 

Karakia Timatanga................................................................................................... 7 

C          1.        Apologies / Ngā Whakapāha........................................................................ 7

B         2.        Declarations of Interest / Ngā Whakapuaki Aronga......................................... 7

C          3.        Confirmation of Previous Minutes / Te Whakaāe o te hui o mua........................ 7

B         4.        Public Forum / Te Huinga Whānui................................................................ 7

B         5.        Deputations by Appointment / Ngā Huinga Whakaritenga............................... 7

B         6.        Presentation of Petitions / Ngā Pākikitanga.................................................. 7

Staff Reports

B         7.        Performance Exceptions Report October 2020............................................. 17

B         8.        Capital Project Performance Report - October 2020...................................... 37

B         9.        LTP 2021 Update...................................................................................... 65

B         10.      Capital Major Facilities Elected Member Update........................................... 67

C          11.      Canterbury Multi-Use Arena Elected Member Update.................................... 77

B         12.      Riccarton Road Upgrade - Closeout Report.................................................. 81

C          13.      Otakaro Avon River Corridor - CEAT Funded Dallington Landing..................... 99

C          14.      Performing Arts Precinct and Court Theatre - Concept Design Report............ 125

B         15.      Regenerate Christchurch - Annual Report 2019/20...................................... 223

C          16.      Vbase Ltd - Annual General Meeting by shareholder resolution..................... 227

B         17.      Quarter 1 2020/21 Performance Reports - Vbase Ltd and ChristchurchNZ Ltd.. 233

B         18.      Christchurch City Holdings Ltd - Annual Report for year ending 30 June 2020. 257

B         19.      Christchurch City Holdings Ltd - Performance Report for Quarter 1 2020/21... 261  

C          20.      Resolution to Exclude the Public.............................................................. 274  

Karakia Whakamutunga

 

 


Finance and Performance Committee

03 December 2020

 

 

Karakia Timatanga

1.   Apologies / Ngā Whakapāha  

At the close of the agenda no apologies had been received.

2.   Declarations of Interest / Ngā Whakapuaki Aronga

Members are reminded of the need to be vigilant and to stand aside from decision making when a conflict arises between their role as an elected representative and any private or other external interest they might have.

3.   Confirmation of Previous Minutes / Te Whakaāe o te hui o mua

That the minutes of the Finance and Performance Committee meeting held on Thursday, 5 November 2020  be confirmed (refer page 8).

4.   Public Forum / Te Huinga Whānui

A period of up to 30 minutes will be available for people to speak for up to five minutes on any issue that is not the subject of a separate hearings process.

5.   Deputations by Appointment / Ngā Huinga Whakaritenga

Deputations may be heard on a matter or matters covered by a report on this agenda and approved by the Chairperson.

 

There were no deputations by appointment at the time the agenda was prepared. 

6.   Presentation of Petitions / Ngā Pākikitanga

There were no petitions received at the time the agenda was prepared.  


Finance and Performance Committee

03 December 2020

Unconfirmed

 

 

Finance and Performance Committee

Open Minutes

 

 

Date:                                    Thursday 5 November 2020

Time:                                   9.32am

Venue:                                 Council Chambers, Civic Offices,
53 Hereford Street, Christchurch

 

 

Present

Chairperson

Deputy Chairperson

Members

Deputy Mayor Andrew Turner

Councillor Sam MacDonald

Mayor Lianne Dalziel

Councillor Jimmy Chen

Councillor Catherine Chu

Councillor Melanie Coker

Councillor Pauline Cotter

Councillor Mike Davidson

Councillor Anne Galloway

Councillor James Gough – via Audio/Visual Link

Councillor Yani Johanson

Councillor Aaron Keown

Councillor Phil Mauger

Councillor Jake McLellan

Councillor Tim Scandrett

Councillor Sara Templeton

 

 

 

4 November 2020

 

 

Principal Advisor

Diane Brandish

Acting General Manager Finance and Commercial

Tel: 941 8454

Principal Advisor

Dawn Baxendale

Chief Executive

Tel: 941 6996

 

Aidan Kimberley

Committee and Hearings Advisor

941 6566

Aidan.kimberley@ccc.govt.nz

www.ccc.govt.nz

To view copies of Agendas and Minutes, visit:
www.ccc.govt.nz/the-council/meetings-agendas-and-minutes/

 


Part A           Matters Requiring a Council Decision

Part B           Reports for Information

Part C           Decisions Under Delegation

 

 

 

Karakia Timatanga: Delivered by Deputy Mayor Turner

 

The agenda was dealt with in the following order.

1.   Apologies / Ngā Whakapāha

Part C

Committee Resolved FPCO/2020/00035

That the apology from Councillor Daniels, and apology for lateness from the Mayor be accepted.

Deputy Mayor/Councillor Chen                                                                                                                           Carried

 

The Mayor joined the meeting at 9.34am.

2.   Declarations of Interest / Ngā Whakapuaki Aronga

Part B

 

Members declared the following interests in relation to items 15, 16 and 18 as directors of the respective organisations:

·        Transwaste Canterbury Ltd – Councillor Mauger

·        ChristchurchNZ Holdings Ltd - Deputy Mayor Turner, Councillor Davidson

·        Christchurch City Holdings Ltd – The Mayor, Deputy Mayor Turner, Councillors Templeton and Gough

·        Civic Building Ltd – Councillors Gough, MacDonald and Mauger

·        Riccarton Bush Trust – Councillor Chen

·        Rod Donald Banks Peninsula Trust – Deputy Mayor Turner

·        Christchurch Agency for Energy – Councillors Cotter and Davidson

3.   Confirmation of Previous Minutes / Te Whakaāe o te hui o mua

Part C

Committee Resolved FPCO/2020/00036

That the minutes of the Finance and Performance Committee meeting held on Wednesday, 7 October 2020 be confirmed.

Deputy Mayor/Councillor Scandrett                                                                                                                  Carried

 

4.   Public Forum / Te Huinga Whānui

Part B

There were no public forum presentations.

5.   Deputations by Appointment / Ngā Huinga Whakaritenga

Part B

There were no deputations by appointment.

6.   Presentation of Petitions / Ngā Pākikitanga

Part B

There was no presentation of petitions.

 

Councillor MacDonald left the meeting at 9.55am and returned at 9.59am during the discussion on item 7.

7.   Performance Exceptions Report September 2020

 

Committee Resolved FPCO/2020/00037
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Receives the information provided in the Performance Exceptions Report for September 2020.

Deputy Mayor/Councillor MacDonald                                                                                                               Carried

 

Councillor MacDonald left the meeting at 9.55am and returned at 9.59am and left at 10.10am and returned at 10.13am during the discussion on item 8.

8.   Capital Project Performance Report - September 2020

 

Committee Resolved FPCO/2020/00038
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Receive the information in the Capital Project Performance, Capital Watchlist, Major Cycleways and Externally Funded projects reports for period ending 20 September 2020.

Councillor MacDonald/Councillor Keown                                                                                                       Carried

 

9.   LTP 2021 Update

 

Committee Resolved FPCO/2020/00039
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Notes the October LTP process update (attached) and its recommendations.

Councillor Chen/Deputy Mayor                                                                                                                           Carried

 

 

10. Solid Waste Management Service Delivery Review

 

Committee Resolved FPCO/2020/00040
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Receive this report and note the charter for this review, attached as Attachment A.

2.         Receive updates on the service delivery review as part of the bi-monthly updates to the Three Waters, Infrastructure and Environment Committee.

Deputy Mayor/Councillor Cotter                                                                                                                         Carried

 

 

11. Otākāro Avon River Corridor CEAT Funded Bridge Projects

 

Committee Resolved FPCO/2020/00041
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Approves staff proceeding with further design, procurement and construction of the three Ōtākaro Avon River Corridor bridges.

Councillor Mauger/Councillor McLellan                                                                                                          Carried

Councillors Keown and Johanson requested that their votes against the above recommendation be recorded.

 

The meeting adjourned at 11.20am and resumed at 11.36am. Councillors Cotter and Keown left the meeting during the adjournment.

 

12. Financial Performance Report for the three months ended 30 September 2020

 

Committee Resolved FPCO/2020/00042
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Receives the information in the Financial Performance Report for the three months ending 30 September 2020.

Councillor MacDonald/Councillor Chen                                                                                                          Carried

 

 

13. Corporate Finance Report for the period ending 30 September 2020

 

Committee Resolved FPCO/2020/00043
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Receives the information in the Corporate Finance Report for the period ended 30 September 2020.

Deputy Mayor/Councillor Scandrett                                                                                                                  Carried

 

 

14. Local Government Funding Agency - Appointment of Proxy to vote at Annual General Meeting

 

Committee Resolved FPCO/2020/00044
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Appoints Diane Brandish, General Manager Finance and Commercial (Acting) as proxy and the Chair of the Local Government Funding Agency Board as alternate to vote on behalf of the Council at the Local Government Funding Agency’s Annual General Meeting for 2020 to be held on 19 November 2020 in Wellington;

2.         Agrees that the proxy or alternate votes in favour of the following proposals which require ordinary shareholder resolutions:

a.         to re-elect Mr Philip Cory-Wright as an independent director to the Local Government Funding Agency’s Board for a fourth term of three years;

b.         to elect Mr Wayne Maxwell as a non-independent director to the Local Government Funding Agency’s Board for a first term of three years;

c.         to re-elect Wellington City Council to the Local Government Funding Agency’s Shareholders’ Council;

d.         to re-elect Tasman District Council to the Local Government Funding Agency’s Shareholders’ Council;

e.         to approve the amendments to the Local Government Funding Agency’s Foundation Policies as follows:

i.          increase the size of the liquid assets held on the Local Government Funding Agency’s balance sheet by increasing its Treasury Policy limits; and

ii.         remove a limit on a council’s loans maturing in a rolling 12 month period.

Deputy Mayor/Councillor MacDonald                                                                                                               Carried

 

 

15. ChristchurchNZ Holdings Ltd -  Appointment of Proxy for Annual General Meeting 2020

 

Committee Resolved FPCO/2020/00045
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Appoints Councillor Chen as proxy, and Councillor McLellan as alternate to exercise the Council’s voting rights at ChristchurchNZ Holdings Ltd’s 2020 Annual General Meeting on 27 November 2020 at 4.30pm by executing the attached Proxy Form;

2.         Notes that the venue is yet to be advised and that staff will notify the proxy and alternate when advice of the venue is received; and

3.         Agrees to direct the proxy and alternate to vote in favour of the matters to be put to ChristchurchNZ Holdings Ltd’s shareholders at the 2020 Annual General Meeting.

Councillor MacDonald/Councillor Scandrett                                                                                                 Carried

 

 

16. Christchurch City Holdings Ltd - Appointment of Proxy to vote at Annual General Meeting 2020

 

Committee Resolved FPCO/2020/00046
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Appoints Councillor MacDonald as proxy, and Councillor Mauger as alternate to exercise the Council’s voting rights at Christchurch City Holdings Ltd’s 2020 Annual General Meeting to be held on 18 November 2020 at 4.30pm in the Function Room, Level 1, Civic Offices; and

2.         Agrees to direct the proxy and alternate to vote in favour of the matters to be put to Christchurch City Holdings Ltd’s shareholders at the 2020 Annual General Meeting.

Councillor Scandrett/Councillor Chen                                                                                                             Carried

 


 

 

17. Council-controlled trading organisations - Annual General Meetings for 2020 by written resolution

 

Committee Resolved FPCO/2020/00047
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Agrees to execute written shareholder resolutions in lieu of annual general meetings for Civic Building Ltd and the Council’s shelf companies - CCC One Ltd, CCC Five Ltd, CCC Six Ltd, CCC Seven Ltd and Ellerslie International Flower Show Ltd for the year ending 30 June 2020.

Deputy Mayor/Councillor Davidson                                                                                                                   Carried

 

Councillor Keown returned to the meeting at 11.45am during the discussion on item 18.

 

Councillor Cotter returned to the meeting at 11.46am during the discussion on item 18.

 

18. Council-controlled organisations - Annual Reports for 2019/20

 

Committee Resolved FPCO/2020/00048
Officer Recommendation confirmed without change

Part C

That the Finance and Performance Committee:

1.         Notes the Annual Reports for the year ending 30 June 2020 for the following Council-controlled organisations:

·        Transwaste Canterbury Ltd;

·        ChristchurchNZ Holdings Ltd;

·        Local Government Funding Agency;

·        Civic Building Ltd;

·        Riccarton Bush Trust;

·        Rod Donald Banks Peninsula Trust; and

·        Christchurch Agency for Energy.

Councillor Coker/Councillor Scandrett                                                                                                            Carried

 


 

 

19  Resolution to Exclude the Public

 

Committee Resolved FPCO/2020/00049

Part C

That at 11.47am the resolution to exclude the public set out on pages 210 to 211 of the agenda be adopted.

Deputy Mayor/Councillor MacDonald                                                                                                                 Carried

 

The public were re-admitted to the meeting at 12.26pm.

 

 

Karakia Whakamutunga: Delivered by Deputy Mayor Turner

 

Meeting concluded at 12.26pm.

 

CONFIRMED THIS 3rd DAY OF DECEMBER 2020

 

Deputy Mayor Andrew Turner

Chairperson

   


Finance and Performance Committee

03 December 2020

 

 

7.     Performance Exceptions Report October 2020

Reference / Te Tohutoro:

20/1322251

Report of / Te Pou Matua:

Peter Ryan, Head of Performance Management, peter.ryan@ccc.govt.nz

General Manager / Pouwhakarae:

Diane Brandish, Acting General Manager Finance and Commercial, diane.brandish@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The purpose of this report is for the Finance and Performance Committee to note performance exceptions for the year ending 31 October 2020. 

1.2       This report enables both transparency and accountability. The focus is on managing risks to delivery and any remedial actions required.

1.3       This reporting framework is based on the levels of service, budgets and projects approved in the 2018 Long Term Plan as well as key performance targets set by the Executive Leadership Team.

1.4       As at 31 October 2020, Long Term Plan (LTP) levels of service forecast 80.1% delivery, which is below ELT target of 85%.

1.5       Some levels of service which did not meet target at the end of last year FY 2019/20, have started this year’s forecast as amber (requires remedial action) or red (will not meet target), until there is evidence that the target will be met. This is an Audit & Risk Management Committee (ARMC) requirement.

1.6       Watchlist capital projects delivery is 90%, while Major Cycleways projects delivery is 87.5%. ELT has set a target of 90% delivery.

1.7       Refer to attachments for details of LOS performance exceptions:

Attachment A – Performance Exceptions Summary October 2020.

Attachment B – FY 2020/21 Forecast Year-end Levels of Service Delivery (LTP only) by Activity and Group of Activities (GOA).

Attachment C – Levels of Service Exception Commentaries from managers.

Attachment D – Performance by Activities - Scatter Graph and Table.

-   Top 10 Activities by Net Cost –Level of Service delivery vs Net Cost Variance.

-   Table of Performance by Activity – Level of Service Delivery and Controllable Net Cost.

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Receives the information provided in the Performance Exceptions Report for October 2020.

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Performance Exceptions Summary October 2020

19

b

FY 2020/21 Forecast Year-end LOS Delivery by Activity and GOA Oct 2020

21

c

LOS Delivery Exception Commentaries Oct 2020

22

d

Performance by Activity - Scatter Graph and Table Oct 2020

34

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Lerks Stedman - Senior Business Analyst

Approved By

Peter Ryan - Head of Performance Management

Diane Brandish - Acting General Manager Finance and Commercial (CFO)

  


Finance and Performance Committee

03 December 2020

 

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8.     Capital Project Performance Report - October 2020

Reference / Te Tohutoro:

20/1197396

Report of / Te Pou Matua:

Ruth Cable, Head of Programme Management Office, ruth.cable@ccc.govt.nz

General Manager / Pouwhakarae:

David Adamson, General Manager City Services, david.adamson@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The purpose of this report is for the Finance and Performance Committee to be informed of Capital Performance for period ending 20 October 2020. 

1.2       Main highlights from this month’s performance report are as follows:

·   Current Financial Year (20/21) Performance

-      Carry Forward - Project Managers are forecasting a current FY bring back of $6m.  Against the core programme of $405m, project managers are forecasting $450m (bring back of $45m). Delivery Units remain focussed on delivering $405m core programme this FY.  Where units are forecasting a net carry forward of + or - $5m, commentary is provided to detail key projects contributing to these figures.

-      Monthly Forecasts – 7 of the remaining months in FY21 are forecasting spend of >$35m per month, deliverability commentary has been provided for these months.

·   Project Performance

-      Project Delivery Complete (Wellhead Conversions) – 4 Wellhead Conversion projects were completed during October 2020 (Denton, Dunbars, Trafalgar and Lake Terrace).

-      Project Covid-19 Claims – Claim status remains as previously reported.  Negotiations continue to resolve final claims.

-      Performance Exceptions Projects Forecasting >$1m – 5 projects have been remediated since September, there are 5 new exceptions this month.  Further detail on these projects is in the Capital Project Performance Report attached.

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Receives the information in the Capital Project Performance, Capital Watchlist, Major Cycleways and Externally Funded projects reports for period ending 20 October 2020.

 

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Capital Project Performance Report - October 2020

39

b

Capex Watchlist - October 2020

56

c

External Funded Projects Report - October 2020

59

d

Major Cycleways Report - October 2020

62

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Ruth Cable - Head of Project Management Office

Approved By

David Adamson - General Manager City Services

  


Finance and Performance Committee

03 December 2020

 

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9.     LTP 2021 Update

Reference / Te Tohutoro:

20/1322342

Report of / Te Pou Matua:

Peter Ryan, Head of Performance Management, peter.ryan@ccc.govt.nz

General Manager / Pouwhakarae:

Diane Brandish, Acting General Manger Finance & Commercial, diane.brandish@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The Finance & Performance Committee requested monthly updates on the implementation of the Long Term Plan (LTP) 2021 project plan and Elected Members’ Letter of Expectation.

1.2       The December LTP 2021 progress report is attached.

1.3       The first major LTP objective (to have draft components ready for June 2020, to enable councillors to review and co-develop July – November) was largely met.

1.4       The operating budgets and savings review was completed mid-November. The remaining exception is a prioritised draft capital programme, which is expected to be completed this week.

 

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Notes the information provided in the December LTP process update (attached) including its recommendations.

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a  

LTP Process Update December 2020 (Under Separate Cover)

 

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Peter Ryan - Head of Performance Management

Approved By

Diane Brandish - Acting General Manager Finance and Commercial (CFO)

Dawn Baxendale - Chief Executive

  


Finance and Performance Committee

03 December 2020

 

 

10.   Capital Major Facilities Elected Member Update

Reference / Te Tohutoro:

20/1375961

Report of / Te Pou Matua:

Alistair Pearson, Manager Capital Delivery Major Facilities, alistair.perason@ccc.govt.nz

General Manager / Pouwhakarae:

Mary Richardson, General Manager Citizens & Community, mary.richardson@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The purpose of this report is to inform the Finance and Performance Committee of current updates involving Capital Delivery Major Facilities’ projects.

1.2       The Capital Delivery Major Facilities Team (CDMF) is responsible for the delivery of Christchurch City Council’s Major Facilities “high risk” and “high value” vertical projects. Established under the 2016 Fit for Future Organisational restructure, it currently holds a portfolio of six (06) major projects with an estimated total CCC available budget of $289,141,433.83 million and a Heritage Maintenance Programme with a budget of around $300k.

1.3       Since its establishment, CDMF has completed the delivery of Lichfield Street Carpark (November 2017), Taiora QEII Recreation and Sport Centre (May 2018), Tūranga - Christchurch Central Library (October 2018), Christchurch Stadium Turf Replacement (February 2019), Christchurch Town Hall (February 2019) and the Christchurch Symphony Orchestra Rehearsal Building (October 2019), Lancaster Park Deconstruction & Demolition (February 2020), and Graham Condon R&R (March 2020).

1.4       CDMF is headed by its Manager, Alistair Pearson with a full time staff of six.

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Receives the information within the Elected Members Updates of Capital Delivery Major Facilities Projects:

a.         Metro Sports Facility (Joint Venture with Ōtākaro Ltd).

b.         Performing Arts Precinct.

c.         Hornby Library, Service Centre and South West Leisure Centre.

d.         Te Pou Toetoe: Linwood Pool.

e.         The Square and Surrounds.

f.          Old Municipal Chambers (OMC).

2.         Receives the information provided within the Performing Arts Precinct Memorandum, as requested by the Committee on 3 September 2020.

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Major Facilities Elected Member Updates 2020-12-03

69

b

Memo Committee Resolution FPCO 2020 00028 - Performing Arts Precinct September 2020 Report

75

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Authors

Rita Estrella - Senior Project Coordinator

Harriet Scott - Project Coordinator

Approved By

Alistair Pearson - Manager Capital Delivery Major Facilities

Mary Richardson - General Manager Citizens & Community

  


Finance and Performance Committee

03 December 2020

 

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03 December 2020

 

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03 December 2020

 

 

11.   Canterbury Multi-Use Arena Elected Member Update

Reference / Te Tohutoro:

20/1391815

Report of / Te Pou Matua:

Alistair Pearson, Manager Capital Delivery Major Facilities
alistair.pearson@ccc.govt.nz

General Manager / Pouwhakarae:

Murray Strong, Board Chair CMUA Project Delivery Ltd

 

 

1.   Brief Summary

1.1       The purpose of this report is to inform the Finance and Performance Committee of the current progress and status of the Canterbury Multi-Use Arena.

1.2       Following the Canterbury Earthquake sequence in 2011-2012, the Christchurch Central recovery Plan (CCRP) in 2012 identified the development of a multi-purpose sports and entertainment venue/stadium as a replacement for the earthquake damaged AMI Stadium at Lancaster Park.

1.3       Council and Crown approved the Investment Case for the Canterbury Multi-Use Arena (CMUA) December 2019 (Council) and March 2020 (Crown), with both parties agreeing to contribute a total of $473 million ($253M Council and $220M Crown) towards the cost of the project.

1.4       The Multi-Use Arena will be built in central Christchurch between Madras, Barbadoes, Hereford and Tuam Streets. The ‘proof of concept’ presents 25,000 seating capacity (plus 5,000 temporary seats) consisting of an ETFE roof with fixed turf.

1.5       Canterbury Multi-Use Arena Project Delivery Limited has been established to manage the construction and delivery of the Arena. Board of Directors include Murray Strong (Chairman), Richard Peebles and Steve Reindler.

1.6       Planning and enabling works commenced April 2020 to de-risk the site as much as possible by removing and/or relocating utilities and addressing discrete areas of contamination.

1.7       The Request for Proposal for a Main Contractor was issued to the market on 5 October 2020 and closes on 29 January 2021.   

 

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Receives the information in the Canterbury Multi-Use Arena Elected Member Update.

 

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

CMUA - Elected Member Update 3 Dec 2020

79

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Harriet Scott - Project Coordinator

Approved By

Alistair Pearson - Manager Capital Delivery Major Facilities

Mary Richardson - General Manager Citizens & Community

  


Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

12.   Riccarton Road Upgrade - Closeout Report

Reference / Te Tohutoro:

20/1381820

Report of / Te Pou Matua:

Lindsay White, Senior Project Manager Transport, lindsay.white@ccc.govt.nz
Ross Julian, Project Manager, Three Waters & Waste, ross.julian@ccc.govt.nz

General Manager / Pouwhakarae:

David Adamson, General Manager City Services, david.adamson@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The purpose of this report is for the Finance and Performance Committee to be informed of the Riccarton Road Upgrade Project.  The report has been written to provide an overview of the performance of the project.

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Receives the information in the project closeout report for the Riccarton Road Upgrade.

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Riccarton Road Upgrade Closeout report

83

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Authors

Lindsay White - Senior Project Manager

Ross Julian - Project Manager

Approved By

David Adamson - General Manager City Services

  


Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

13.   Otakaro Avon River Corridor - CEAT Funded Dallington Landing

Reference / Te Tohutoro:

20/1266895

Report of / Te Pou Matua:

Kent Summerfield, Senior Project Manager, kent.summerfield@ccc.govt.nz.
Andrew Rutledge, Head of Parks, andrew.rutledge@ccc.govt.nz.

General Manager / Pouwhakarae:

Mary Richardson, General Manager Citizens and Community, mary.richardson@ccc.govt.nz.

 

 

1.   Purpose of the Report / Te Pūtake Pūrongo

1.1       The purpose of this report is for the Finance and Performance Committee to approve proceeding with further design, procurement and construction of the Dallington Landing funded by the Christchurch Earthquake Appeal Trust. 

1.2       The decisions in this report are of medium significance in relation to the Christchurch City Council’s Significance and Engagement Policy.  The level of significance was determined by the fact that this project is of metropolitan significance, the construction of the Landing supports the objectives of the Ōtākaro Avon River Corridor Regeneration Plan, and public interest in the Corridor is high. Engagement undertaken on this project reflects this level of significance.

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Approves for Council Officers to proceed with further design, procurement and construction of the Dallington Landing within the Ōtākaro Avon River Corridor.

 

3.   Reason for Report Recommendations / Ngā Take mō te Whakatau

3.1       To allow the progress of design and construction of the Dallington Landing, located on the east side of Gayhurst Road/Locksley Avenue intersection, which is being funded by the Christchurch Earthquake Appeal Trust.

 

4.   Alternative Options Considered / Ētahi atu Kōwhiringa

4.1       The following reasonably practicable options were considered and are assessed in this report:

4.1.1   Option 1: Proceeding with further design, procurement and construction of the Dallington Landing within the OARC from the Concept Design as shown in Attachment A.

4.1.2   Option Advantages

·     Programme – approving proceeding with the design, procurement and construction represents the swiftest approach to progressing the project. This is in line with expectations of the external funding partner (Christchurch Earthquake Appeal Trust).

·     Consistency with community feedback received to date – the concept presented in Attachment A incorporates changes made as a result of community feedback on design and usability.

4.1.3   Option Disadvantages

·     Does not allow for further material changes to the Concept – only a disadvantage if these are sought

4.2       The following options were considered but ruled out:

4.2.1   Option 2: Discontinuing the project is not considered a reasonable option, given the external funding is allocated, a documented need exists, and it has strong stakeholder and community support.

5.   Detail / Te Whakamahuki

5.1       The Ōtākaro Avon River Corridor Regeneration Plan sets out a clear vision and objectives for the short, medium and long term future land uses and opportunities for the Ōtākaro Avon River Corridor.

5.2       One of the first priorities for Council in realising the vision and objectives of the Regeneration Plan is to start the development of the Green Spine. At about 11 kilometres long and 345 hectares in size, the Green Spine extends along both sides of the river and provides a thread that brings the Regeneration Area together.

5.3       Council applied for, and was successful in receiving, funding of $13,765,000 million from the Christchurch Earthquake Appeal Trust - $2,300,000 million for one Landing (Dallington), within the Green Spine, with the remainder of the funding being for three pedestrian/cycle bridges. Re-establishing these connections that were severed due to the earthquakes, and making new connections through and across the area are a significant step towards supporting the local communities, and encouraging more people to enjoy the area more regularly.

5.4       The Dallington Landing is the first of the landings that Council will be developing along the Green Spine of the Ōtākaro Avon River Corridor.

5.5       We engaged with Mahaanui Kurataiao at the start of this project and have worked with Matapopore on how we should incorporate Ngāi Tahu and mana whenua identity.

5.6       Four design workshops were held with Matapopore, as well as coordination over the phone and by email, to interpret and design the landing incorporating cultural narratives. The concept design developed through this process has been shared with Mahaanui Kurataiao.

5.7       We engaged on the design of the landing from 2 June – 29 June 2020. To let people know about the engagement, we emailed out a newsletter to a database of more than 100 individuals, stakeholders and community networks. We also put up site signage at the landing location in the Ōtākaro Avon River Corridor, and promoted the engagement via Council’s communications channels (Newsline and social media).

5.8       Avon Ōtākaro Network hosted a forum on 17 June 2020 for Council staff to update the community on our approach to managing the regeneration area, and on the plans for the landing. The forum was attended by around 70 people.

5.9       Council staff were also invited to attend two subsequent Avon Ōtākaro Network community workshops where the landing was discussed. The workshops were each attended by around 20-30 people.

5.10    We received feedback on the landing from 29 submitters, including the Dallington Residents Association, Greening the Red Zone, and the Canterbury DHB. All but two were in support of the landing.

 

 

5.11    We asked people the following questions:

·    What elements of the landing are important.

·    What things are less important or could be swapped out.

·    Is there anything we have missed.

5.12    27 submitters provided specific feedback on the elements of the landing that were important to them. The most common themes were:

·    A connection with nature, and support for the ‘picnic in the forest’ concept.

·    Planting in the area, specifically native planting.

·    Support for having toilets.

·    Having access to the river.

·    Cycleways, walking paths and support for active transport.

5.13    15 submitters provided suggestions of things that were less important or that could be swapped out for other things. The responses to this question was more disparate, with only one theme emerging: a lack of support for hard surfacing / a parking area.

5.14    22 submitters provided feedback for suggestions for things we’d missed, with ideas such as:

·    ‘Bike infrastructure’ (places to lock bikes, bike parking, bike pumps etc).

·    A dog bowl next to the water fountain and ‘dogs on leash’ signs in the area.

·    BBQs and hangi pits.

·    Rubbish bins.

·    Security and lighting, especially around the toilets.

·    Improved connection to the river (such as kayak launching facilities). Note that the Dallington Residents’ Association mentioned this as the location of a boatshed and ramp 100 years ago and appreciated the historical echo, but wondered why a ramp couldn’t be included.

·    Narrative boards telling the history of the area.

·    Safety improvements to make it safer for pedestrians and cyclists.

5.15    Overall, there were two main themes to emerge from the feedback:

·    Concerns for traffic management in the area, for how cars and cyclists interact, and a lack of support for Rupert Place as a car park.

·    Questions about the location, and whether the landing should be on higher ground on the other side of the road / set back further to get away from traffic noise etc.

5.16    In response to concerns about traffic management in the area, staff have removed the proposed carpark at Rupert Place. Instead, cars will be able to park on the street. This means a greater distance from parking to landing, but it does reduce the risk of unsafe traffic movements as cars enter and exit a car park, and also supports community sentiment for a landing that encourages walking and cycling (active transport).

5.17    While there are geotechnical and flood constraints with the land next to the river, the proposed location of the landing still remains the optimum in that area in terms of land height, and access. The landing has been designed to allow intermittent flooding, with the exception of the toilet block which has been designed to meet building code floor levels.

5.18    A table of all feedback received is Attachment E.

5.19    The concept designs (Attachment A) incorporate changes made as a result of community feedback. 

5.20    As Dallington Residents’ Association is a key stakeholder for this project, staff took the revised concept designs to a residents’ meeting on 29 October 2020 to update them on progress. The residents’ association were very positive about the designs, and were particularly pleased that their concerns about traffic management and the carpark had been addressed.

5.21    A representative from Avon Ōtākaro Network, as another key stakeholder, was shown the updated designs on 5 November 2020.

5.22    A cost estimate produced by the Project Quantity Surveyor indicates the concept depicted in Attachment A is likely to be affordable within the available capital budget but should certain risks manifest adversely (refer section 8) the Project Team would look to work to ensure ongoing alignment between the scope and budget.

5.23    Note that while these projects are of metropolitan significance, the Dallington Landing is physically located within the boundaries of the Coastal-Burwood.  It is on the border with Linwood-Central-Heathcote, the river is the boundary between the two wards.

6.   Policy Framework Implications / Ngā Hīraunga ā- Kaupapa here

6.1       Strategic Alignment /Te Rautaki Tīaroaro

6.1.1   This report supports the Council's Long Term Plan (2018 - 2028):

·   Activity: Strategic Planning and Policy

·     Level of Service: 9.5.7.3 Plan for a focused and expedited regeneration of the residential red zone and earthquake affected areas of the city. - Comments on Regeneration Plans produced by partners are provided within statutory timeframes.

6.2       Policy Consistency / Te Whai Kaupapa here

·   The decision is consistent with Council’s Plans and Policies.

6.3       Impact on Mana Whenua / Ngā Whai Take Mana Whenua

·   The decision does involve a significant decision in relation to ancestral land or a body of water or other elements of intrinsic value, therefore this decision does specifically impact Mana Whenua, their culture and traditions. See points 5.5 and 5.6 for additional details.

6.4       Climate Change Impact Considerations / Ngā Whai Whakaaro mā te Āhuarangi

·   The design of the red zone is an ongoing project, the landing area has been designed to have intermittent flooding, with the toilet block floor levels meeting building code requirements.  

6.5       Accessibility Considerations / Ngā Whai Whakaaro mā te Hunga Hauā

·   Access to the landing takes into consideration accessibility standards (accessible routes with slope gradients no greater than 1:25 and path width of 2 metres).  The toilet has two cubicles both which are accessible.

·   The Dallington Landing is on the agenda for the Disability Advisory Group for 17 November 2020.


 

7.   Resource Implications / Ngā Hīraunga Rauemi

7.1       Capex/Opex / Ngā Utu Whakahaere - Cost to Implement - $2,300,000 CAPEX.

7.2       Maintenance/Ongoing costs – Operational cost will come from existing Residential Red Zone maintenance budget.

7.3       Funding Source - CAPEX: Christchurch Earthquake Appeal Trust, and OPEX will come from existing Residential Red Zone maintenance budget.

8.   Legal Implications / Ngā Hīraunga ā-Ture

8.1       Statutory power to undertake proposals in the report / Te Manatū Whakahaere Kaupapa

·   Section 12 of the Local Government Act.

8.2       Other Legal Implications / Ētahi atu Hīraunga-ā-Ture

·   The legal consideration is much of the Dallington Landing will be within land that will be transferred or road stopped as part of the land title reconfiguration process being undertaken by LINZ under the Global Settlement agreement.

·   All necessary regulatory consents will be obtained through the project process.

·   This report has not been reviewed and approved by the Legal Services Unit.

9.   Risk Management Implications / Ngā Hīraunga Tūraru

9.1       Some of the key risks moving forward with the project include:

·   Resource Consent – a non-notified consent process without onerous conditions has been assumed in the cost and programme estimates.  If the project is subject to notification and/or onerous conditions it would adversely affect both elements. 

·   Contaminated ground – minimal allowance for contaminated soils has been allowed for based on desktop review and looking at the geotechnical bore sample.  Should contamination be discovered it would adversely affect the programme and/or cost budget.

·   Integration with existing infrastructure – water access and ramp tie in with existing stopbanks which are required to stay functional during and after construction of the Landing.  The design is being progressed to tie in to these structures and this will be highlighted as requirement to the contractor. 

·   Minimising future rework – the CEAT Funding has allowed Council to expedite this Landing. As such, full scoping and visibility of final future designs for the area are unknown.  Coordination between multiple internal offices has been and will continue to be required to design and implement projects that allow the most flexibility in the future and minimise potential costs.  If assumed projects change dramatically this could result in a future cost risk.

·   Market response – the current estimate was built up based on recent comparable exercises/initial conversations with potential suppliers but should the actual market response compare unfavourably to estimate figures it would adversely affect the cost budget and/or programme as redesign is undertaken to align design to budget.

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Dallington Landing - Concept plan

106

b

Concept Timber Shelter Dallington Landing

107

c

Example Toilet, Landing toilet will have similar aesthetic

108

d

Dallington Landing Onstreet Parking locations

109

e

Table of all feedback on Dallington Landing

110

f  

High level Estimation_Nov 2020 R1 (Under Separate Cover) - Confidential

 

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Authors

Carissa Ptacek - Project Manager

Kent Summerfield - Senior Project Manager

Katy McRae - Manager Engagement

Brenden Winder - Manager Residential Red Zone

Andrew Rutledge - Head of Parks

Approved By

Brenden Winder - Manager Residential Red Zone

Andrew Rutledge - Head of Parks

Mary Richardson - General Manager Citizens & Community

David Adamson - General Manager City Services

  


Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

 



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03 December 2020

 

 

 



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03 December 2020

 

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03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

14.   Performing Arts Precinct and Court Theatre - Concept Design Report

Reference / Te Tohutoro:

20/1384841

Report of / Te Pou Matua:

Matt Cummins, Senior Project Manager, matt.cummins@ccc.govt.nz

General Manager / Pouwhakarae:

Mary Richardson, General Manager Citizens and Community,
mary.richardson@ccc.govt.nz

 

 

1.   Purpose of the Report / Te Pūtake Pūrongo

1.1       The purpose of this report is to update Elected Members with progress on the Performing Arts Precinct/Court Theatre development (project).  Council Resolution CNCL/2019/00116 approved the project up until concept design and required Council to report progress at regular intervals.

1.2       The report also recommends the project is approved to continue into preliminary design, developed design, detailed design and procurement.

1.3       This report is further to Council resolution CNCL/2019/00116 from 26 September 2019. This resolved that the Council:

·   Approves Option 1 – to offer a lease to the Court Theatre Trust for a total lease term of 55 years including renewals subject to the terms and conditions outlined in this report.

·   Delegates to the Manager of Property Consultancy, the authority to take all necessary steps to negotiate, agree and enter into all necessary lease documentation on behalf of the Council, as they shall consider necessary or desirable to give effect to the resolutions, and consistent with the key commercial terms of the lease, outlined in Attachment A.

·   Delegate to the Chief Executive Officer, Christchurch City Council the authority to execute the development agreement between Christchurch City Council and the Court Theatre Trust, consistent with the key terms of the development agreement contained in this report.

·   Approves the project to move into concept design stage.

·   That the General Manager Citizens and Community be delegated authority to communicate information from the Council decision, including release of a redacted version of the staff report as is appropriate and in accordance with the Local Government and Official Information and Meetings Act.

·   Requests staff to report progress, at regular intervals, to the Finance and Performance Committee, or appropriate delegated committee.

1.4       The decision in this report is of low significance in relation to the Christchurch City Council’s Significance and Engagement Policy.  The level of significance was determined by the fact that the recommended decision is the progression of a planned and budgeted project in Council’s Long Term Plan. Council has previously approved the Business Case.

1.5       The development of a Performing Arts Precinct in the Gloucester Street / Colombo Street, Armagh Street area is an anchor project in the Christchurch Central Recovery Plan. The community has been aware of this and has already indicated its support.


 

 

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Receives the information in the Performing Arts Precinct and Court Theatre – Concept Design Report.

2.         Approves Council Officers to progress into detailed design and to commence procurement activities for the construction tender, returning to Council for approval to enter into a construction contract.

3.         Requests Council Officers to report progress, at appropriate intervals to the Finance and Performance Committee.

 

3.   Reason for Report Recommendations / Ngā Take mō te Whakatau

3.1       The existing Council delegation approves the project to move into concept design only.

 

4.   Alternative Options Considered / Ētahi atu Kōwhiringa

4.1       Alternative options have not been considered. The project is progressing well and the relationship between Council and the Court Theatre is strong.

5.   Detail / Te Whakamahuki

5.1       Project Overview

5.1.1   Previous reports have extensively discussed the history of the Performing Arts Precinct and the proposed move into Christchurch CBD for The Court Theatre. In the interest of brevity, this information is not repeated. The key points are:

5.1.2   In March 2019 Council approved the Business Case and prioritised a home for The Court Theatre in the Performing Arts Precinct. Accommodation schedules, budgets and programmes were developed to support the Business Case.

5.1.3   Through the terms of the Global Settlement Agreement, approved by Council in August 2019, the land required for the Performing Arts Precinct was divested to Council. Officers will amalgamate titles in 2021, once the concept is finished and the geophysical site layout is clear.

5.1.4   The site of 128 Armagh Street (formerly Ken’s Cameras) is the last piece of the jigsaw – the building having been demolished by Land Information New Zealand (LINZ) in October 2020. The understanding is that this land is transferred from LINZ to Council. On completion of the wider precinct masterplan, staff will write a brief and seek expressions of interest from those wishing to occupy the site for a purpose consistent with the Performing Arts designation.

5.1.5   In line with the September 2019 resolution, Christchurch City Council and The Court Theatre executed a development agreement which sets out key terms of the partnership and details how the parties will work together. The Development Agreement is dated 7 July 2020 and signed by Christchurch City Council’s Chief Executive Officer.

5.1.6   A competitive procurement process was conducted seeking a multi-disciplinary team to design The Court Theatre and wider public space in the Performing Arts Precinct. The expression of interest for a lead architect attracted fourteen strong responses. The design team is led by local practice Athfield Architects who are paired with renowned theatre architects, Haworth Tompkins, (https://www.architectsjournal.co.uk/news/aj100-practice-of-the-year-2020-winner-haworth-tompkins).  The remainder of the design team comprises of Charcoal Blue, Ruamoko Ltd, Cosgroves Ltd, Marshall Day Acoustics, Aecom and Octa Ltd.

5.1.7   The Performing Arts Precinct is an integral part of the Christchurch Central Recovery Plan, as the centre for arts, culture and music in the central city. Leveraging off the newly strengthened Isaac Theatre Royal and The Piano: Centre for Music and the Arts; the precinct is envisioned to provide a critical mass of facilities for local and touring musicians and performance artists and has an important role in attracting people to the city centre, generating economic activity and investment.

5.1.8   The current project entails the planning of the overall precinct, and the resulting design and delivery of public space, and New Court Theatre in the City, situated on the corner of Colombo and Gloucester Streets.

5.1.9   The partnership project to develop a Performing Arts Precinct and build a new Court Theatre has progressed into concept design, demanding significant input and consultation with Court and Council staff. This stage has seen both challenges and opportunities, not least the constraints imposed by the global pandemic and remote ways of communicating.

5.2       Performing Arts Precinct – Public Space concept design

5.2.1   Refer to the Performing Arts Precinct – Public Realm Concept Design Report in Attachment D.

5.2.2   The land on which The Court Theatre will be built incorporates eight affected land titles. All titles within the Precinct contain an encumbrance which simply safeguards the Crown’s contribution towards the Precinct and effectively limits use of the land to functions of the Performing Arts Precinct. The encumbrance does not limit the design of the respective buildings, which is governed by the district plan consenting processes.

5.2.3   Comprehensive master planning of a whole city block has been undertaken, using existing and vacant sites to create a wider “pocket of awesome” north of Cathedral Square. The Precinct will collectively draw and augment activities that support and shape diverse performing arts in Ōtautahi (and wider Canterbury).

5.2.4   The overarching planning of the Precinct is structured through a series of laneways from Gloucester, Colombo and Armagh Streets leading to a central courtyard space. These pedestrianised laneways and public space will provide permeability to the block and long-term, provide potential for enhanced activation through increased ground floor frontages similar to the success of Christchurch’s retail precinct.

5.2.5   The connecting laneways also provide an engaging walkable network between a boutique and arts-led carpark and surrounding arts venues.

5.2.6   Public space is being developed in collaboration with Matapopore, allowing the design team to meaningfully embed the cultural narrative into the precinct. The central courtyard space will support a range of performance opportunities - from ‘10 seconds of fun’ through to informal band or busker performances, through to large scale organised dance performances such as Kapa Haka festivals. It is seen that performances within the public space are supported by, and in support of, the surrounding existing and future facilities.

5.2.7   Performing Arts Precinct stakeholders met with the design team on 10 September 2020 to discuss opportunities, issues and risks. Feedback has been taken on board and where appropriate incorporated into planning. The intention remains to continue this engagement to aid in the long-term success of the precinct as a whole.

5.2.8   The Performing Arts Precinct and Court Theatre projects were discussed with the Urban Design Panel on 24 November 2020.

5.3       The Court Theatre - Concept Design

5.3.1   A new home for The Court Theatre is a key sub-component of the Performing Arts Precinct. The lead architect is commissioned to design not only the Court but also the wider public space within the Precinct.

5.3.2   The concept of a new Court Theatre in the centre of Christchurch is incredibly exciting. It is envisaged as an architectural and living expression of human creativity, reflecting and serving the many faces of Aotearoa. Its position on the corner of Gloucester and Colombo Streets will help anchor the precinct from the South (Cathedral Square) and in conjunction with Tūranga and Te Pae, provide civic cornerstones of this part of the city. The building is being designed by internationally renowned theatre architects, Haworth Tompkins in collaboration with local practice Athfield Architects. The design is being closely developed with Christchurch City Council staff and Court Theatre stakeholders through a process of partnership and extensive engagement.

5.3.3   The new theatre will be an open-hearted building, expressively portraying manaakitanga and whānaungatanga - a warm invitation and welcome to the community. In these tumultuous times of climate change response and a global awareness of the need to fully embrace diversity, the new building will embrace sustainable design and inclusivity.  Passive and low-energy design will be used to ensure operational costs and greenhouses gas emissions are minimised in order to support the ongoing sustainability of The Court Theatre as well as aligning with Council’s goal of carbon neutrality. The building will draw on the beauty and tactility of natural materials, natural light and fresh air (refer Attachment C).

5.3.4   Overall the building has a gross floor area of ~3600m2 over three levels, incorporating two main performance spaces - a 360 seat auditorium and a 130 seat studio theatre doubling as a children’s theatre. The performance spaces are designed to give maximum freedom of artistic creativity and close audience interactions. Other spaces include the foyer, bar/hospitality, education, rehearsal, set building, costume making and administration to support the full range of activities that the organisation currently generates (refer Attachment D).

5.3.5   The foyer will be more than simply a decanting space for audiences.  It will be a public gathering space in its own right with all day activity, a meeting place in the city with an atmosphere of relaxed enjoyment and a safe space for nurturing debate. 

5.3.6   Education and rehearsal will be connected and accessible to the wider artistic and learning community, while also being focused, private and well resourced.  Understanding new theatrical work will drive the purpose for these spaces through testing, experimenting, development with māiatanga – courage.

5.3.7   Within The Court Theatre there is a rich diversity of mātauranga – knowledge: set building, costume making, rehearsals, hired events and performances themselves. These creative “factories”, normally hidden away back of house, will, through the design, be accessible and inviting, embracing the full range of creative energy to give glimpses of the full life of The Court Theatre, drawing on the creative buzz and constant change that re-imagining each new production requires.

5.3.8   The new Court Theatre will simply be the best theatre in Aotearoa to see a performance and the best platform for the Court to enrich the lives of those who share in their work.

6.   Policy Framework Implications / Ngā Hīraunga ā- Kaupapa here

Strategic Alignment /Te Rautaki Tīaroaro

6.1       This report supports the Council's Long Term Plan (2018 - 2028):

6.1.1   Activity: Community Development and Facilities

6.2       Level of Service: 2.0.7 Support community management and activation of facilities through a Council and Community partnership model - At least 80% of community facilities are activated and managed in partnership with the community.

6.3       The project is aligned with Christchurch Central Recovery Plan and the Blueprint.

6.4       The project is consistent with “A vision for the Performing Arts” document and the Key Precinct Drivers (2015).

6.5       A further strategy supported by Christchurch City Council is the concept of making Christchurch a liveable city. A performing arts venue in the Central City supports community outcomes under the strategic direction. 

Impact on Mana Whenua / Ngā Whai Take Mana Whenua

6.6       The recommendation does not involve a significant decision in relation to ancestral land or a body of water or other elements of intrinsic value, therefore this decision does not specifically impact Mana Whenua, their culture and traditions.

6.7       Consultants, Matapopore are embedded in the design team, providing cultural advice on Ngāi Tahu / Ngāi Tūāhuriri values, narratives and aspirations and to weave these into the fabric of the Performing Arts Precinct. This builds on the extensive work completed on the Grand Narrative.

Climate Change Impact Considerations / Ngā Whai Whakaaro mā te Āhuarangi

6.8       “The twin crises of climate breakdown and biodiversity loss are the most serious issue of our time.  Buildings and construction play a major part, accounting for nearly 40% of energy-related carbon dioxide emissions whilst also having a significant impact on our natural habitats”. Source: www.haworthtompkins.com/climate.

6.9       Those involved in this project recognise the importance of sustainability and regenerative design. As a consequence, a Performing Arts Precinct sustainability vision was created to outline the collective attitude, vision and priorities to inform the design through its progression.

6.10    Underpinning the project is a philosophy of designing as sustainably as possible. Rather than being one of the many facets to the scheme, sustainability will be inherent in every part of the building, from the materials chosen to construct it, to how it is operated. It is essential to ensure that not only does The Court Theatre use as little carbon in both its construction and operation as possible, but to also begin to regenerate the planet through its life. The following are just some of the ideas discussed to date: high levels of insulation, naturally ventilated spaces, timber based systems, water-use reduction, alternative energy sources and natural material selection.

6.11    Council has sent a clear message, demonstrating Climate Change Leadership as one of the key strategic priorities in the Strategic Framework and vision for the city. The Performing Arts Precinct supports that framework, not only in climate change but also in maximising opportunities to develop a vibrant, prosperous and sustainable city.

6.12    The project also recognises Council’s declaration of a Climate and Ecological Emergency and supports Councils goal to have net zero greenhouse emissions by 2045 (and the Government’s 2050 zero carbon bill). If of interest, staff will update Councillors on the sustainable and environmental elements of this project in future briefings.

Accessibility Considerations / Ngā Whai Whakaaro mā te Hunga Hauā

6.13    Although at an early stage in the project, accessibility is considered a key component to the design of both the theatre and wider public space. This will be developed further as the project progresses.

6.14    The New Court Theatre and associated Performing Arts Precinct public space is being designed as an inclusive and accessible environment for all. The design team is focusing on exceeding the New Zealand building code requirements for accessibility and is working to align the design with the more demanding British Standard 8300 (BS8300). This approach aligns with Christchurch City Council’s Policy of Equity and Access for People.

6.15    The public space of the Performing Arts Precinct is being designed to ensure accessible access throughout the precinct and into the adjacent buildings. The levels of the site and minimum flood levels means that level access into all buildings appears to be feasible without the need for steps, handrails and dedicated ramping. The role of the public space is also to broaden the accessibility and inclusiveness of the performing arts precinct offering both formal and informal performing arts spaces to compliment the surrounding bricks and mortar performing arts venues.

6.16    For the New Court Theatre, specific attention has been paid to ensure that there is level access throughout the building. All ground floor front of house, seating, stage and back of house spaces sit at a common level avoiding the need for any staff, actors, and patrons with mobility issues to negotiate level changes. This approach extends to level access at mezzanine (G+1) and Level 1 (G+2) levels where level changes are only made for specific seating areas intended for able-bodied patrons. Wheelchair seating positions are provided via level access from the foyer in prime positions with both the main auditorium and studio theatre at ground level. With access via a central lift positioned to be utilised by both staff and patrons, wheelchair positions are also provided in the theatre spaces at the upper gallery levels again via level access.

6.17    In line with BS 8300, refuge positions are being allowed for in stairwells which are not required by New Zealand regulations but are seen by the design team as an important consideration for a public building seeking to be truly accessible.

6.18    During the design process, the scheme will be independently reviewed by an accessibility consultant.   

7.   Resource Implications / Ngā Hīraunga Rauemi

Capex/Opex / Ngā Utu Whakahaere

7.1       Refer to the publically excluded financial statement in Attachment F.

7.2       The budget for the Performing Arts Precinct, including the Court Theatre is $39million. This includes $30million Christchurch City Council (refer LTP), $6million Court Theatre and $3million Central Government, through the Global Settlement Agreement.

7.3       The budget excludes work relating to the site at 128 Armagh Street and the land proposed for an off-street car parking building. These projects are included in the overall site masterplan and will be subject to separate Council reports and decisions.

7.4       Theatres are complex projects to design and construct due to the variation in space, full-height requirements, technical elements and the drive for acoustic perfection.

7.5       Councillors are advised that the project is on budget. The level of information produced by the design team at this stage of the project far exceeds what might be considered ‘typical’ during concept design of a vertical capital project. This allows the budget to be developed with a greater degree of accuracy and therefore level of confidence, flushing out issues in concept design rather than later on. Opportunities are evident for the early investigation and in some cases, procurement of technical equipment to lock in suppliers and provide cost certainty.

7.6       Through the early design process and extensive client workshops, staff from the Court have been realistic and pragmatic, seeking solutions that meet the brief and work within budget. This is an indication of the strength of the partnership and recognition of the collective challenge ahead.

7.7       In line with good practice, regular cost reviews will be conducted at mid-way points and at the end of each design phase, the results of which are reported to the Project Steering Group.

7.8       In terms of operational / asset replacement & renewal costs of the Precinct, the theatre and public realm component projections remain broadly consistent with those set out in the March 2019 paper (with a minimal rates impact). Projections in relation to the car park will depend on the outcome of the new request for proposal process. An update will be provided early in the New Year.

Other / He mea anō

7.9       Programme

7.9.1   Refer to the accepted programme in Attachment A. The project is currently meeting programme dates.

7.9.2   Should Council resolve to proceed with the project, the project team will commence preliminary design in the New Year. The construction contract is scheduled to be awarded in February 2022 (following a recommendation to and approval from Council), with construction completion and formal opening in the third quarter 2023.

8.   Legal Implications / Ngā Hīraunga ā-Ture

Statutory power to undertake proposals in the report / Te Manatū Whakahaere Kaupapa

8.1       Under Section 12 of the Local Government Act 2002, the Council has full capacity to carry out and undertake any activity of business, do any act, or enter into any transaction, and for that purpose has full rights, powers and privileges. This broad power is subject to any other enactment and the general law.

8.2       The Court Theatre and Christchurch City Council, working in partnership, are making significant financial contributions to this project. Both parties will be involved in the management and governance of the project to ensure successful delivery.

Other Legal Implications / Ētahi atu Hīraunga-ā-Ture

8.3       This report has been reviewed and approved by the Legal Services Unit.

8.4       There are no legal considerations relevant to this recommendation other than the property and legal processes required to sub-divide / amalgamate land titles.

8.5       Through the development of the site masterplan, there are options which allow for the future inclusion of other facilities to be included in the Performing Arts Precinct. Whilst integral to the Precinct, these are separate projects that will require legal consideration and Council decisions at the appropriate time.

9.   Risk Management Implications / Ngā Hīraunga Tūraru

9.1       Project risks, issues and opportunities are actively discussed, managed and recorded in a risks and issues register which is provided monthly to the Project Steering Group.

9.2       In parallel, a design-specific risks and issues log is used as a working document for the technical team.

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

PAP - Programme

134

b

PAP  - The Court Theatre and Covid 19 Statement

135

c

PAP - Court Theatre Concept Design Report

136

d

PAP - Public Realm Concept Design Report

198

e

PAP - Court Theatre Proofs for Selection

215

f  

PAP - Concept Design Cost Plan (Under Separate Cover) - Confidential

 

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

CCC Performing Arts Precinct – project website

https://ccc.govt.nz/the-council/future-projects/precincts/performingarts

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Authors

Harriet Scott - Project Coordinator

Matt Cummins - Senior Project Manager

Brent Smith - Principal Advisor Citizens & Community

Approved By

Michael Down - Finance Business Partner

Alistair Pearson - Manager Capital Delivery Major Facilities

Brent Smith - Principal Advisor Citizens & Community

Mary Richardson - General Manager Citizens & Community

  


Finance and Performance Committee

03 December 2020

 


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03 December 2020

 

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15.   Regenerate Christchurch - Annual Report 2019/20

Reference / Te Tohutoro:

20/1391352

Report of / Te Pou Matua:

Linda Gibb, Performance Advisor, Finance and Commercial, linda.gibb@ccc.govt.nz

General Manager / Pouwhakarae:

Diane Brandish, Acting General Manager Finance and Commercial diane.brandish@ccc.govt.nz

 

 

1.   Brief Summary

1.1       This report provides Regenerate Christchurch’s Annual Report for the year ending 30 June 2020.  This is the final Annual Report for the organisation which has now been wound up.  It was received on 30 September 2020 and is at Attachment A.  A letter from the Chair of the ChristchurchNZ Ltd Board (the agency charged with the responsibility for preparing the Annual Report) is at Attachment B.

1.2       Of note:

·    Regenerate Christchurch met the service performance measures (KPIs) recorded in the 2019/20 Statement of Performance Expectations for the year ended 30 June 2020.

·    Residual assets totalled $2.745 million and were distributed evenly to the Crown and Council; and

·    one employee received remuneration of between $470,000-$480,000.  ChristchurchNZ advises this relates to the triggering of provisions within the former Chief Executive’s fixed term individual employment agreement (IEA) due to the early disestablishment of Regenerate Christchurch.  The IEA was agreed in 2016 by the Public Service Commission (formerly the State Services Commission), the Council and the then Board of Regenerate Christchurch at the time of the organisation’s establishment.  The Office of the Auditor General has assessed that the payment is in line with the expectations of public service entities

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Notes Regenerate Christchurch’s final Annual Report for the year ending 30 June 2020.

 

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Regenerate Christchurch - Final Annual Report, 2019/20 (Under Separate Cover)

 

b

Regenerate Christchurch - Letter from the ChristchurchNZ Board accompanying Annual Report 2019/20

225

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Linda Gibb - Performance Monitoring Advisor CCO

Approved By

Len Van Hout - Manager External Reporting & Governance

Bruce Moher - Head of Financial Management

Diane Brandish - Acting General Manager Finance and Commercial (CFO)

  


Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

16.   Vbase Ltd - Annual General Meeting by shareholder resolution

Reference / Te Tohutoro:

20/1409119

Report of / Te Pou Matua:

Linda Gibb, Performance Advisor, linda.gibb@ccc.govt.nz

General Manager / Pouwhakarae:

Diane Brandish, Acting General Manager Finance and Commercial, diane.brandish@ccc.govt.nz

 

 

1.   Purpose of the Report / Te Pūtake Pūrongo

1.1       The purpose of this report is to seek the Council’s approval to conduct the annual general meeting (AGM) business for Vbase Ltd for the year ending 30 June 2020 by written shareholder resolution in lieu of a physical meeting.

1.2       This report has been written in response to Vbase’s submission of an executed directors’ resolution for Vbase to hold its AGM by written resolution.

1.3       The decisions in this report are of low significance in relation to the Christchurch City Council’s Significance and Engagement Policy.  The level of significance was determined by assessing the extent to which the decisions would impact the community.

Annual General Meetings

1.1       Section 120 of the Companies Act 1993 (the Act) provides that a company is required to hold an AGM of shareholders, not later than six months after the balance date of the company.  For the Council’s organisations, the deadline is 31 December 2020.

1.2       Section 122 of the Act enables shareholders to provide written resolutions for the business that would be conducted at an AGM, in lieu of a formal meeting.  It is proposed that this method is adopted for Vbase Ltd, a wholly-owned Council-controlled organisation (CCO). 

 

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Agrees to execute the written shareholder resolution for Vbase Ltd; and

2.         Agrees to vote in favour of the Vbase annual general meeting agenda items - to approve the audited financial statements of the company, to approve the directors’ fees for the next year and to appoint the auditor for the next year.

 

3.   Reason for Report Recommendations / Ngā Take mō te Whakatau

3.1       The recommendations are made to enable Vbase to avoid the transaction costs of holding a meeting in person with, in all likelihood few, if any attendees outside the Council group.

 

4.   Alternative Options Considered / Ētahi atu Kōwhiringa

4.1       The alternative option is for an AGM to be held in person.

5.   Detail / Te Whakamahuki

5.1       The Vbase Board’s executed directors’ resolution that there be no physical AGM is at Attachment A.  The shareholders’ resolution identifying the business that would be conducted at the AGM is at Attachment B.  The matters for shareholder votes are as follows:

·    approval of the audited financial statements of the company;

·    approval of directors’ fees for the next year; and

·    appointment of the auditor for the next year.  

6.   Policy Framework Implications / Ngā Hīraunga ā- Kaupapa here

Strategic Alignment /Te Rautaki Tīaroaro

6.1       The recommendations are consistent with the Council’s commitment to good governance of its CCOs.

6.2       This report is not inconsistent with the Council's Long Term Plan (2018 - 2028).

Policy Consistency / Te Whai Kaupapa here

6.3       The decision is consistent with Council’s Plans and Policies.

Impact on Mana Whenua / Ngā Whai Take Mana Whenua

6.4       The decision does not involve a significant decision in relation to ancestral land or a body of water or other elements of intrinsic value, therefore this decision does not specifically impact Mana Whenua, their culture and traditions.

Climate Change Impact Considerations / Ngā Whai Whakaaro mā te Āhuarangi

6.5       Not applicable.

Accessibility Considerations / Ngā Whai Whakaaro mā te Hunga Hauā

6.6       Not applicable.

7.   Resource Implications / Ngā Hīraunga Rauemi

Capex/Opex / Ngā Utu Whakahaere

7.1       There are no capital or operating costs associated with the recommendations in this report.

8.   Legal Implications / Ngā Hīraunga ā-Ture

Statutory power to undertake proposals in the report / Te Manatū Whakahaere Kaupapa

8.1       Clause 6, schedule 1 of the Companies Act 1993 provides process requirements for proxy voting at a company’s AGM.

Other Legal Implications / Ētahi atu Hīraunga-ā-Ture

8.2       There is no legal context, issue or implication relevant to this decision.

8.3       This report has not been reviewed and approved by the Legal Services Unit

9.   Risk Management Implications / Ngā Hīraunga Tūraru

9.1       Not applicable.

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Vbase no AGM Director Resolution 2020

230

b

Vbase no AGM Shareholder Resolution

231

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Linda Gibb - Performance Monitoring Advisor CCO

Approved By

Len Van Hout - Manager External Reporting & Governance

Bruce Moher - Head of Financial Management

Diane Brandish - Acting General Manager Finance and Commercial (CFO)

  


Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

17.   Quarter 1 2020/21 Performance Reports - Vbase Ltd and ChristchurchNZ Ltd

Reference / Te Tohutoro:

20/1436048

Report of / Te Pou Matua:

Linda Gibb, Performance Advisor, linda.gibb@ccc.govt.nz

General Manager / Pouwhakarae:

Diane Brandish, Acting General Manager Finance and Commercial Group, diane.brandish@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The purpose of this report is to report the performance of Vbase Ltd and ChristchurchNZ Holdings Ltd (CNZHL) for Quarter 1, 2020/21 (1 July to 30 September 2020).  The performance reports were received in early November 2020.

Vbase Ltd

 

Actual

$000

SOI target

$000

Q1 last year

$000

EBITDA

(287)

(518)

(493)

 

1.2       Vbase’s Quarter 1 performance report is at Attachment A.  Its operating result includes:

·    A change in the Vbase business model which included bringing catering activity into the organisation rather than contracting it out;

·    The Council’s operating grant of $625,000 for the quarter;

·    An unexpected return to level 2 lockdown in Christchurch for a period of  six weeks which has had the following consequences:

additional Government wage subsidy of $230,000 reflecting the return to level 2 lockdown restrictions;

cancellation or postponement of 41 events, some of which also reduced food and beverage revenue;

reduction in gross profit from the sale of food and beverage.  While the additional lockdown led to a loss of catered events, this was offset by greater than expected attendances and consequently food and beverage sales at Super Rugby Aotearoa games which were near capacity; and

lower overhead costs of $153,000 which reflects Vbase’s organisational shift to a variable cost model (note that overhead costs have been very difficult to reduce previously irrespective of the level of activity).

·    During the quarter 2 four events were held with total attendance numbers of 72,613, against a full year target of 370,000 attendees.  This compares with a quarter 1 2019/20 attendees number of 190,000.

1.3       While there is a lower financial deficit against quarter 1 in the prior year, the economic and social benefits to the city and its residents in that quarter were significantly higher than could be achieved in quarter 1 this year.  This was due to the return to Alert Level Two for the South Island from 12 August to 21 September 2020.

 

ChristchurchNZ Holdings Ltd

 

Actual

$000

SOI target

$000

Q1 last year

$000

Surplus/(deficit)

417

(140)

729

 

1.4       CNZHL’s performance report at Attachment B provides information on Christchurch’s recovery from COVID-19 impacts.  It notes that the Christchurch economy has been somewhat resilient in Quarter 1, but that a number of key indicators are now softening (e.g. employment and construction volumes).

1.5       Financial performance in Quarter 1 is better than target by $557,000 reflecting an increase in third party funding of $710,000 (primarily from the Crown) for COVID-19 recovery activities (e.g. events and tourism) for which some services and activities have yet to be delivered.

1.6       Of its 33 performance targets, CNZHL reports all but one are on track or achieved.  Improving the perception of Christchurch among key audiences, measured in terms of increased impressions to CNZHL’s website year on year is not on track as a result of significant reduction in international visitor interest due to travel restrictions.  CNZHL is putting actions in place to increase website traffic.

1.7       CNZHL has completed Canterbury’s COVID impacted labour market analysis (refer to page 5 of CNZHL’s report).  The mapping illustrates the cohorts of impacted workers and students, and identifies services to address needs.  A key finding is the absence of targeted interventions aimed at this year’s cohort of 10,000 local tertiary graduates.  CNZHL is working with tertiaries to expand their offering to graduate students.

1.8       The Regional Events Fund is discussed (also on page 5 of CNZHL’s report).  It is noted that eligibility for the Fund is dependent on local government continuing investment in events, and the Fund cannot replace local government event funding.   

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Notes the Quarter 1 2020/21 Performance Reports for Vbase Ltd and ChristchurchNZ Holdings Ltd.

 

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Vbase Ltd - Performance Report for Quarter 1 2020/21

236

b

ChristchurchNZ Holdings Ltd - Performance Report for Quarter 1, 2020/21

240

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Linda Gibb - Performance Monitoring Advisor CCO

Approved By

Len Van Hout - Manager External Reporting & Governance

Bruce Moher - Head of Financial Management

Diane Brandish - Acting General Manager Finance and Commercial (CFO)

  


Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

18.   Christchurch City Holdings Ltd - Annual Report for year ending 30 June 2020

Reference / Te Tohutoro:

20/1362302

Report of / Te Pou Matua:

Linda Gibb, Performance Advisor, linda.gibb@ccc.govt.nz

General Manager / Pouwhakarae:

Diane Brandish, Acting General Manager Finance and Commercial, diane.brandish@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The purpose of this report is to present Christchurch City Holdings Ltd’s (CCHL’s) Annual Report for the year ending 30 June 2020.  It was received on 21 October 2020, and was disclosed to the financial markets on the same date, as required by the Financial Markets Conduct Act 2013 and the NZX Debt Market Listing Rules. 

1.2       The Annual Report is at Attachment A, together with CCHL’s performance report.  The impacts of COVID-19 dominate the variances achieved against target and last year’s results.  The COVID-19 impacts are discussed for each CCHL subsidiary company at pages 40 and 41 of the CCHL Annual Report.

Financial performance

1.3       CCHL has provided a concise review of the Group’s financial results in its performance report.

1.4       Staff would like to draw attention to the following:

1.4.1   CCHL received dividends from its subsidiaries during the year of $95.5 million of which $22 million was distributed to the Council and $15.4 million to other shareholders.  Net interest of $25.2 million was paid on debt.  The balance of $32.9 million has been held back by CCHL to manage the uncertainty brought about by COVID-19.  Following the lockdown the CCHL board amended their policy to distribute only 50% of net earnings as a dividend to Council. This policy is to be reviewed in 2025.

1.4.2   The valuation impairment of Lyttelton Port Company assets of $190 million.  This is largely due to a change in valuation methodology from previous years when the assets have been valued individually at historical cost less depreciation and impairment.  The effects of COVID-19 include the cruise, fuel, coal and car businesses and these impacts is included in the impairment.  The change in the valuation methodology brings LPC in-line with the wider CCHL Group’s policy of valuing land and buildings and specialised assets at fair value.  

1.4.3   Three organisations in the CCHL Group (Christchurch International Airport, City Care and EcoCentral) received the COVID-19 wage subsidy (totalling $11.5 million); all declared a profit in 2019/20.

1.5       The review includes a summary of results for each entity on page 5.


 

Non-financial performance

1.6       Many of the operational performance targets across the group have been adversely affected by COVID-19.  The impact of this underpins the difficulty in meeting financial targets which is focussed on in the CCHL report.

1.7       Some performance undertakings have been deferred due to the financial implications caused by COVID-19 and the ongoing uncertainty, such as the replacement of vehicles with EVs or hybrids at the airport. 

1.8       Of the other targets, the only ones that raise concerns are Enable’s total recordable injury frequency rate (TRIFR) per million hours of 13.2 against a target of less than or equal to 3 and one serious harm injury (reviewed by WorkSafe with no action taken) against a target of zero.  Enable has advised that it is gaining a deeper understanding of contractors’ work activities and health and safety practices as a result of a significantly increased number of site audits and safety observations conducted (7,000 against a target of greater than 1,000).  This should better inform target setting in future, as well as areas of activity for which health and safety needs to be addressed.

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Notes Christchurch City Holdings Ltd’s Annual Report for 2019/20.

 

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Christchurch City Holdings Ltd - Annual Report 2019/20 (Under Separate Cover)

 

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Linda Gibb - Performance Monitoring Advisor CCO

Approved By

Len Van Hout - Manager External Reporting & Governance

Bruce Moher - Head of Financial Management

Diane Brandish - Acting General Manager Finance and Commercial (CFO)

  


Finance and Performance Committee

03 December 2020

 

 

19.   Christchurch City Holdings Ltd - Performance Report for Quarter 1 2020/21

Reference / Te Tohutoro:

20/1442837

Report of / Te Pou Matua:

Linda Gibb, Performance Advisor, linda.gibb@ccc.govt.nz

General Manager / Pouwhakarae:

Diane Brandish, Acting General Manager Finance and Commercial, diane.brandish@ccc.govt.nz

 

 

1.   Brief Summary

1.1       The purpose of this report is to present Christchurch City Holdings Ltd’s (CCHL’s) Quarter 1 2020/21 performance reports for its subsidiaries.  The report has been written as a result of receiving the reports on 16 November 2020.

1.2       The performance targets were set following the first COVID-19 lockdown but prior to the second in August.  Of the few performance targets that are noted as red (that the year-end target will not be achieved) or orange (that the year-end target is uncertain), most are related to COVID-19 impacts not foreseen when the targets were set. 

1.3       CCHL has submitted a strategic update report to the Committee which is on the Public Excluded agenda.

 

2.   Officer Recommendations / Ngā Tūtohu

That the Finance and Performance Committee:

1.         Notes the performance of each of the Christchurch City Holdings Ltd companies against its Statement of Intent targets for 2020/21.

 

 

 

Attachments / Ngā Tāpirihanga

No.

Title

Page

a

Christchurch City Holdings Ltd - Quarter 1 2020/21 performance reports for the Group

263

 

 

In addition to the attached documents, the following background information is available:

Document Name

Location / File Link

Not applicable

Not applicable

 

 

 

Confirmation of Statutory Compliance / Te Whakatūturutanga ā-Ture

Compliance with Statutory Decision-making Requirements (ss 76 - 81 Local Government Act 2002).

(a) This report contains:

(i)  sufficient information about all reasonably practicable options identified and assessed in terms of their advantages and disadvantages; and

(ii) adequate consideration of the views and preferences of affected and interested persons bearing in mind any proposed or previous community engagement.

(b) The information reflects the level of significance of the matters covered by the report, as determined in accordance with the Council's significance and engagement policy.

 

 

 

Signatories / Ngā Kaiwaitohu

Author

Linda Gibb - Performance Monitoring Advisor CCO

Approved By

Len Van Hout - Manager External Reporting & Governance

Bruce Moher - Head of Financial Management

Diane Brandish - Acting General Manager Finance and Commercial (CFO)

  


Finance and Performance Committee

03 December 2020

 

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Finance and Performance Committee

03 December 2020

 

 

20.   Resolution to Exclude the Public

Section 48, Local Government Official Information and Meetings Act 1987.

 

I move that the public be excluded from the following parts of the proceedings of this meeting, namely items listed overleaf.

 

Reason for passing this resolution: good reason to withhold exists under section 7.

Specific grounds under section 48(1) for the passing of this resolution: Section 48(1)(a)

 

Note

 

Section 48(4) of the Local Government Official Information and Meetings Act 1987 provides as follows:

 

“(4)     Every resolution to exclude the public shall be put at a time when the meeting is open to the public, and the text of that resolution (or copies thereof):

 

             (a)       Shall be available to any member of the public who is present; and

             (b)       Shall form part of the minutes of the local authority.”

 

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public are as follows:


Finance and Performance Committee

03 December 2020

 

 

 

ITEM NO.

GENERAL SUBJECT OF EACH MATTER TO BE CONSIDERED

SECTION

SUBCLAUSE AND REASON UNDER THE ACT

PLAIN ENGLISH REASON

WHEN REPORTS CAN BE RELEASED

13.

Otakaro Avon River Corridor - CEAT Funded Dallington Landing

 

 

 

 

 

Attachment 6 - High level Estimation_Nov 2020 R1

s7(2)(b)(ii), s7(2)(i)

Prejudice Commercial Position, Conduct Negotiations

Commercial sensitivity pending tender process

20 December 2021

After the conculsion of the resultant contract which is estimated to be completed at the end of 2021

14.

Performing Arts Precinct and Court Theatre - Concept Design Report

 

 

 

 

 

Attachment 6 - PAP - Concept Design Cost Plan

s7(2)(h), s7(2)(i)

Commercial Activities, Conduct Negotiations

Release of the information would compromise Council’s ability to negotiate with tenderers and effectively manage the construction contract.

1 September 2023

Completion of all contracts for the construction of the Performing Arts Precinct.

21.

Public Excluded Finance and Performance Committee Minutes - 5 November 2020

 

 

Refer to the previous public excluded reason in the agendas for these meetings.

 

22.

Christchurch City Holdings Ltd - Appointment of Directors to the Boards of  EcoCentral Ltd and City Care Ltd

s7(2)(a)

Protection of Privacy of Natural Persons

To protect the identity of the private individuals who are the subjects of this report in order to minimise risk to their professional reputations.

After Christchurch City Holdings Ltd has publicly notified the new appointments.

23.

Christchurch City Holdings Ltd - Strategic Update

s7(2)(b)(ii), s7(2)(h)

Prejudice Commercial Position, Commercial Activities

To protect commercially sensitive information that could prejudice Christchurch City Holdings Ltd's position if it became publically known.

After the Annual Report for 2020/21 is published, and with the approval of the Chief Executives of the Council and Christchurch City Holdings Ltd.

24.

Draft Letters of Expectations for 2021/22 - Christchurch City Holdings Ltd, ChristchurchNZ Holdings Ltd and Vbase Ltd

s7(2)(h)

Commercial Activities

The content of the Letters of Expectation could adversely impact the commercial outcomes of the CCOs, and following Council committee debate the content may change.

As soon as the final Letters of Expectation have been received by both CCOs and with the approval of the Council's Chief Executive in consultation with the Chief Executives of CCHL, CNZHL and Vbase.

25.

Debt Write Off

s7(2)(b)(ii), s7(2)(i)

Prejudice Commercial Position, Conduct Negotiations

This report contains commercially sensitive information which may prejudice Council's position in future negotiations.

One year following the date of the report going to Finance and Performance Committee and following redaction of the name of the affected party.